The unfolding of a global pandemic and the heart wrenching dismal reports every week of rising deaths around every part of the world has turned to rising fear, anxiety, and stress for people around the world. The shutdown of entire parts of the economy has led to widespread loss of employment, decline in investments and revenues, and lost wages for many. Beyond the tragic loss of lives from the pandemic, losing the rhythms and routines of one’s life has been especially difficult for many. Whether it’s front-­‐line workers, researchers, business owners, parents, or all of us that have had to make drastic changes to our everyday lives, this pandemic has tested patience, adaptability, strength and leadership. Economies are in drastic decline bringing down multiple businesses, small and large, and thousands of careers along with it. The pandemic has caused widespread anxiety and sadness, with many important questions largely unanswered to date.

This week, I spoke with a CEO of a rare-­‐disease late stage biopharmaceutical company. He offers hope in a time of global unrest as to how to stay focused during this difficult time. We discussed the immediate, mid-­‐term and long-­‐term strategies that business owners, small or large, should put into place to ensure continued success despite the circumstances. We talk about his tips for leading in a changing world, which can be applied to all business owners throughout the globe and how his company is managing to work through this pandemic, even managing to close in a financial agreement (for up to $75 million dollars) in spite of the economic uncertainty affecting us all.

He highlights three common things that all business leaders, whichever industry or size of company, should be thinking about during this pandemic:
1. First and primarily, you need to make sure that your employees are taken care of
2. Secondly, you want to know and ensure that your customers are being taken care of
3. Lastly, you need to think about the future; how you will survive the pandemic and, ultimately, what will be the new normal?

My conversations with him are split up into three parts based on the above. In this section, we address his first point; what business leaders can do to take care of their employees i.e., the immediate actions to put into place. Next, we discuss the mid-­‐term actions needed to put into place to take care of customers and supply chain. Lastly, we address what business can do on the other side of the pandemic and how to ease back into normality once things finally settle down.

The immediate effects: CEO’s advice on how to look after your employees

As a business leader, the first thing you need to think about during this time are your employees. Being and staying Connected is a priority. People feeling engaged is another priority. You need to make sure that everyone is connected and up to date at all times.

How do you work as one team when you are all scattered working from home?

1. Set-­‐up:

First and foremost, you need to make sure that everyone has a secure working environment from home environment and the right set up. That means, ensuring all colleagues have a good and working laptops, large monitors, etc. and have access to their emails and files, etc.

2. Connectivity:

Then, you need to make sure that all employees are connected on all issues at all times. To do this, you should send weekly emails to the whole team, updating them with the successes of the week, challenges, and the deliverables for the following week. As well as some additional advice and interesting articles to read on how to stay productive working remotely.

3. Flexibility:

We need to be flexible in terms of both working hours and environments. Bear in mind those who need to take care of their elders or children at home. We need to accept that 9am – 5pm no longer exists. Parents need to take it in turns to look after their kids and we must be conscious of this. We also need to be accepting of background noise over phone calls or interviews; dogs barking, kids crying or family members barging into rooms.

4. Leadership:

You need to over communicate; anchor employees on the purpose and the shared values of the company. You need to be an authentic leader, but also be honest, humble, and empathetic. You need to be optimistic and supportive, but also, truthful about the realities and the potential sacrifices each of us may have to make to secure the company’s future. Is the company losing substantial amounts of money? Will people need to be furloughed? Will trials be paused? Need to come across as authentic but also drive the message of adaptability.

5. Empathy:

This is a time of global anxiety and unrest for everyone involved. Whether it’s financial, physical health, or mental health concerns, anyone and everyone is taking on a lot of stress at the moment. As a leader, colleague and friend, we need to be conscious of this. As a comparison: The beginning of most relationships is great. In a world of little hardship, it is very easy to get along with one another. However, as things get more adverse and challenging, you really start to judge a person’s character. It is when things go wrong that you really get to see their character. The key to understanding who you really are comes out not in great situations but in adversity. It is therefore key, that leaders show flexibility, understanding, empathy, and display as much support as possible. People need friends at this time more than anything else, especially those that are living alone, or may know someone critically ill.

Stay tuned for next blog where we discuss how to take care of our customers and the mid-­‐ term problems during this time. Including, the effects on their clinical trials, how to continue business and making deals, how to take of our finances and hiring needs, and tips on getting ahead of the curve to gain a strategic advantage on the new normal.

The post Business during a period of volatility and uncertainty: appeared first on Leaman Life Sciences.

One of the main assets a recruiter can bring to your search for a new role is to expertly negotiate a salary that works for you. Research shows that fewer than 40% of workers negotiated their salary during their last job hunt, but that those that do can increase their salary by over 7%.

But what are the secrets behind a perfect negotiation process? We asked Oliver Garbacz, Director of Leaman Life Sciences, to provide his top tips and tricks.

Know what you want

Confidence and certainty in your dream salary will make a difference when it comes to the negotiation process. Firstly, think about what an overall package needs to look like for you to be able to accept an offer.

“Consider what benefits you currently have compared to what the company you are applying to offers,” Oliver recommends.

“Consider which of these benefits are important to you and which don’t matter so much, and prioritise your requests.

“You should also discuss whether there is potential to include benefits that are important to you.”

If you follow this process, you should be clear about what is and isn’t acceptable or desirable, and you will have a firm idea of what your basic salary should look like.

Know your value

Just as with anything in life, salary negotiations need lots of research and preparation. Do your research and see what the market rate is.

“Look online at job adverts and ask peers or ex-colleagues what the average salary is for the role you want,” Oliver advises.

“It’s also important to talk to recruiters: they speak to people in your market all day every day, so use this knowledge to your advantage.”

Once you’ve done your research, you should understand the range of salary you would be happy with – but Oliver says it’s best not to offer a range, as it doesn’t show confidence in your worth.

“Propose the top end of your range and you will end up with an offer you are happy with,” Oliver says. “Know your walk away point and be confident to get something else you are happy with elsewhere.”

You should also understand how to big yourself up and sell yourself, and if you’re unsure, speak to a recruiter: they have the inside knowledge of a business so you can understand how to sell your strengths.

“Make a list of strengths relevant to the role with your recruiter so you can work together to explain your worth to the employer,” Oliver adds.

“Get strong recommendations and referees, and don’t put all your eggs in one basket: ask your recruiter what other roles you can be put forward for to create competition.”

Make the most of your connections

If you’re staying in a similar industry, you no doubt have a network that can help, so don’t forget to utilise those resources.

“Do you know anybody that works in the organisation that can sell you internally?” Oliver asks. “Ask your recruiter who you are up against and pitch yourself appropriately.

“You should also make the most of your recruiter, as they can have the negotiation conversation directly with the company so you can keep the relationship work-related.”

Communicate and stay positive

Throughout the process, try to stay positive, and always remember to communicate efficiently.

“It’s not an argument, it’s a negotiation, so stay positive and enjoy the process of securing something you are happy with,” Oliver adds.

“If negotiation isn’t your strong point, use a recruiter you trust to be the middle man.

“You should also make a list of all the positive things you can do for the organisation, because businesses want happy positive people!”

In terms of how to speak when negotiating, remember that communication goes two ways and listening is just as important as putting your point across.

“Try to speak on the phone when negotiating to avoid confusion in needs, wants and the tone of what you are saying,” Oliver recommends.

“Really listen to what you are being told: a negotiation goes two ways and you are more likely to come to a mutual agreement by listening carefully. You should also think carefully about your response before you speak.

“Discuss negotiations with a professional recruiter who deals with offers daily to help you to come to a successful conclusion!”

The post How to expertly negotiate your ideal salary appeared first on Leaman Life Sciences.

– We work with some of the world’s most exciting biotech and pharmaceutical companies, and 2020 will continue this process. We are now offering more opportunities than ever before and have full expanded our offering into the commercial and marketing space around the world, on top of the other areas we recruit for.
– We’ve hugely increased in size – by 40% – and have plans to further recruit top talent throughout the year, both in our London and New York offices.
– We are now much more visible on social media platforms. Our most exciting launch is our LinkedIn forum, in which clients and candidates can learn more about our process, keep in the loop with our updates and hear about current opportunities. Below is a link to our company page: https://www.linkedin.com/company/leaman-life-sciences-limited/?viewAsMember=true
– Our blog is now live and, with regular posts offering everything from expert advice to real life recruitment stories, it is a valuable tool for both clients and candidates.
– We are now covering the C-suite contract and temporary market for experts in clinical development and regulatory affairs.
– Our new branding and website has breathed fresh life into our company, making it easier to navigate the recruitment process for both clients and candidates.
– We have now established a new offering for the pre-clinical and pharmacology space both in Europe and the USA.
– Oh, and every member of the team now have new computer stands! Gone are the days about complaining about their necks hurting!

The post What’s new with LLS in 2020? appeared first on Leaman Life Sciences.

Recruiters spend a long time learning about the company they are recruiting for and discussing their needs as well as what they can offer before reaching out to candidates.

Moreover, recruiters communicate directly with the HR or hiring manager, thus gaining a lot of insight about their client’s culture. With all that background knowledge as well as taking into an account aspects such as the responsibilities, the team dynamics, the budget and so on, recruiters can start searching for the most relevant candidates while armed with all the right knowledge.

Here are the top five things that you as a candidate will benefit from when working with a recruiter.

1. Saving time In a lot of cases, similar titles rarely mean identical responsibilities. However, recruiters know the exact skillset that a business is looking for in a candidate. That is why, after speaking with a candidate, recruiters are able to identify whether they would be a good match for the position or not. What’s the benefit for the candidate? Well, if they are lacking a particular skill, the recruiters will disclose that and save them precious time which they could use to apply for a position that will be better suited to them.
2. Disclosing “top-secret” info In most cases recruiters know the HR Manager or Hiring Manager personally, so they are able to share details about their interview style and personality with the candidate. By sharing this information prior to your upcoming interview, recruiters give you better chances to swim in those unfamiliar waters. You will be better prepared to communicate effectively and respond adequately. Recruiters can also help you steer the interview conversation in a beneficial direction by pointing out what the interviewer is most interested to know about you. Invaluable, right?!
3. Salary negotiations Recruiters receive continuous training in sales and negotiations, so they are well-prepared to handle the tricky business of securing a salary that you would be happy with. Bear in mind, recruiters always have your financial interests in mind and will strive to secure the highest possible package for you. They are also in a position to educate the company as to what is the best salary range for your level.
4. Someone who is there to hear your concerns During an interview process, anything can happen and it’s only natural that you might experience insecurities about the business, the team, the working conditions and so on. If you share your concerns directly with the interviewers, this might unintentionally create an unfavourable outlook on you and raise more concerns on their side as to your commitment to the process and the role. However, recruiters are there to not only listen to your concerns but also to work behind the scenes and try to clarify them for you, so that you feel confident and satisfied with everything.
5. Career advisor Apart from recruiting you for a specific job, recruiters who are knowledgeable about the industry they work in can help you take important career decisions. They are in a position to share details about the development opportunities on your career path, they can educate you on “best companies” to work for and they can point you towards a colleague who can open the doors for your dream role.

The post The Value That Recruiters Bring To Candidates appeared first on Leaman Life Sciences.

Can you briefly describe your current role?

Working in Project Management at a CRO means that my key focus is to manage standalone projects to ensure each is delivered on time and on budget. Often the projects I oversee are part of a larger business ‘programme’ which means that my project needs to be delivered successfully in line with initial plans or we risk an adverse impact to the overall umbrella programme which my project is a part of.The nature of the role means that the work can be very varied and challenging and I particularly enjoy using my regulatory knowledge, which has proven to be a great advantage.

What made you decide to go to a CRO?

I wanted to make a career change towards project management when the right position became available. The challenge I faced when working in pharma was that every role is very specific and oriented towards certain regulatory tasks where one may find themselves restrictively ‘pigeonholed’ to a certain type of work – if I may say that. Throughout my career I have acquired substantial and varied knowledge and experience in many different aspects that would enable me to be a good PM, but such roles are not easy to find in pharma companies and can be short-lived if you are lucky enough to find one.I am now finally in a role where I can utilise all of my skills and my regulatory knowledge comes as a big bonus. I also understand what my clients want and having previously been the client, it’s nice to know you understand what they need!

What is the best thing about working for a CRO compared to Pharma?

I am fairly new to the CRO world and I am already seeing a big difference in terms of flexibility and exposure to many different areas. The possibilities of where I can grow are very clear to me and I have the freedom to try new things and develop as a professional. Flexibilities in terms of working hours and location are really good, and this provides so much more in terms of work life balance and quality of life. It was a big change and it takes time to get used to it – you are working independently, and expectations are very high. However, if you don’t like change you may at times feel out of your comfort zone – it takes a certain personality to work for a CRO.

What is the worst?

The stress and the pressure is much higher than in pharma, and also the logistics can be complex. It’s like being employed and in demand by two companies with several operating systems, software packages, multiple calendars and you need special skills to handle this and be very well organised to manage your time and deadlines.

The exposure to so many different aspects can be tough to manage, but the benefit is that you will learn a lot more and have more opportunities to grow than in pharma.

Is the pressure and workload as intense as people expect?

Yes, but in a nice way where people are very accommodating. Everything is much faster; the deadlines seem to apply a lot of pressure and there is little to no flexibility on timelines.You need to be prepared but the work is very rewarding and it’s great to see people complete a project with a real sense of accomplishment!

What was the most unexpected thing?

Flexibility and very advanced technology.

Would you recommend it to anyone else?

I would definitely recommend it as there are so many exciting and positive aspects.It can take you a while to adjust but when you do the positives are great. I must say it takes a certain personality to work for CRO, but if you are the right type you will most certainly enjoy it.The flexibility alone in terms of working hours and working from home was a huge draw and contributed to my decision to make the change: a decision that I am very pleased I made!

The post Taking the Leap – Moving from Pharma to CRO appeared first on Leaman Life Sciences.

Could you describe your current role?

As the CEO in Primex Pharmaceuticals, I work closely with the board and management team to lead and shape the future direction of the company. I work across a broad spectrum of customers, from potential investors to commercial partners and key opinion leaders in anaesthesia.

Could you explain why you first decided to relocate?

It was to Poland in 1992. My manager presented me with the opportunity to create a sales and marketing team to launch a brand. I realised back then the value of accepting a horizontal career move in order to capitalise on a great development opportunity offering professional and personal growth.

Did you always know you would be the CEO of a pharmaceutical company?

Yes, I did, although I didn’t realise it would happen with Primex. When I was younger, I aspired to launch Knox Pharmaceuticals. However, an opportunity came up with Primex to prepare for the launch of a novel paediatric sedative. The board asked me to become CEO to launch the brand.

Was it always your plan to work abroad?

No, I spent my first 10 years working in the UK developing my pharmaceutical career in sales and marketing and never imagined working overseas. However, once initiated into an international career, with my wife beside me all the way, we and our children really enjoyed the experience.

What type of person does it take to move to the other side of the world and take on more responsibility?

You need to be adaptable, flexible, resilient and open minded. I love learning about new cultures and I truly believe you leave a bit of your heart in every country you live in. If you are taking your family, you need to work as an effective team.

What was the hardest decision you ever made regarding your career?

Leaving AstraZeneca after 22 years. You have a strong umbilical cord within a large organisation, but once I decided to leave, I had a new lease of life and an opportunity to continue strategic moves.

Can you explain your strategy behind getting where you are today?

I occasionally moved to a horizontal ladder role which was “the same” on paper as the one I was currently in, however, remained open minded to the challenges and growth potential they would offer. I made sure I always took risks but was brave when it felt right, and I often jumped in at the deep end to progress.

You seem to have grasped the concept of strategic sideways moves, was it always intentional?

I learnt how to do this in the corporate structure within AstraZeneca. Moving around in this way taught me that each department has a different culture and each move broadens my horizons.

What is the best advice you could give someone wanting to achieve what you have?

Have an open mind and go for the opportunities that stretch you. Investigate international opportunities and keep yourself flexible in both roles and locations.

What are the highs and lows of travelling around the globe for work?

The benefit is you get to learn about cultural diversity. We will never forget our time in the Philippines and Mexico. The downside is it can be stressful, particularly moving the family every three years or so. However, looking back, we are all so glad we did it.

What has been your biggest regret?

Not getting out of big pharma earlier and doing something with more autonomy and less structure.

What is next for Primex Pharmaceuticals?

We are now in the process of launching our novel paediatric sedative across Europe. Next we work on the plan to register and launch in the USA.

The post Strategic Moves – Becoming the CEO of Primex Pharmaceuticals appeared first on Leaman Life Sciences.

Flexible working doesn’t just benefit employees, however, but businesses too. Studies show that workers who are offered the option of flexible working benefit businesses by taking less leave and working more productively. They also have an increased enthusiasm, loyalty and engagement for their job, and stay for longer as they feel more valued and trusted. Flexible working can even save money for both employees and employers: employees don’t need to spend cash commuting, while employers can save on the cost of overheads and put in place more economical systems such as hot-desking.

Employers who don’t offer some form of flexible working can suffer, as research shows three quarters of workers used to the freedom of flexibility are reluctant to take on new jobs with more rigid hours and locations. In fact, a recent study revealed that the UK could risk £12 billion a year in economic output if employers do not fully embrace flexibility.

Of course, there can be drawbacks to flexible working: employees may find their personal life and work life merging together at home, and find that they struggle to separate the two – although flexible working has been shown to benefit employees’ mental health. Employers can also worry about a lack of contact or awareness with their staff, though this can easily be overcome with modern tools such as Trello or Slack.

However, with the right support and structures in place, all the evidence points to one fact: flexible working offers huge benefits for both staff and bosses, and it’s an ever-growing trend that helps open-minded businesses attract and retain brilliant hires.

The post Flexible Working: What are the Pros and Cons? appeared first on Leaman Life Sciences.

Can you explain your role and the focus of the company?

We are Boyd Consultants, established in 2005. I set the consultancy up having had experience in large pharma as Global Head of Medical Research at Zeneca and having helped to create a biotech company. I had been successful in large pharma and biotech. We now have experience across all phases of drug development.
I started hiring people organically when we got busy and now can provide a full service of support to liaise with the sponsor; we are able to get the programme from start to finish. We have a heavy focus and want to help small companies get going.
I’m proud to say that we have 20 permanent employees, five consultants and a network of consultants globally.

When did you first think of the idea?

After leaving Zeneca during the merger where I was Global Head of Medical Research, one level below board, I wasn’t short of offers and considered becoming a consultant. But I was then approached to help start up Ark: it had been founded by two professors that had worked together for 15 years in gene therapy. They had a small grant but spent it quickly, so they approached a VC and got investment but on the basis that they had a proper management team. They brought me on and we raised £35m, followed with a further £55m. We improved progression-free survival significantly.
While I was working at Ark, the gene therapy wasn’t approved but it was the first gene therapy in the world to go for approval and it has paved the way for everything that’s followed. I was persuaded to set up Boyd Consultants by investors who needed help to decide which companies were worth investing in.

What has been your biggest challenge?

We have skills to develop medicines and I have developed 15 to approval over the years. It’s always difficult to get companies to realise that they do need to support to get their products approved. A lot of companies are very experienced in research and are very academic, however, drug development is a very specialised skill and requires experience to be done well, as there are multiple ways to develop medicine.
Working with companies that don’t have much funding, it’s difficult to help them understand that this is an important area in which to spend what can be often very limited funds. Therefore we offer people advice on an hourly basis and consult on when they should stop using us and take someone on permanently.

What has been your biggest achievement?

Working on the first ever submitted gene therapy product which enabled Boyd to support work with many of the cell and gene therapy companies. We have been involved with the development of seven out of the eight therapies that have been approved (two Car- t and six gene therapies). I am happy about taking a risk in 2005 to set up a pioneering company in gene therapy with no money!

What advice would you give to yourself in 2005 setting up Boyd?

I would have told myself to expand the business more quickly than I did and to take more risks – looking back I would have taken on debt if I knew how well we would have done. We have just been chosen for the Cheshire Business of the Year shortlist. I never could have imagined that!

What would you do differently?

I stayed at big pharma too long and in retrospect, I didn’t get a seat at the table as I been too challenging to the board. I felt decisions took too long to make and we were not moving with the times quickly enough. It attracted me to do something different and work in a smaller, nimbler organisation. Once I started in Ark, I understood the challenges of starting a company and working very hard.
The impact was that I could have done more in a start-up business and I should have done this sooner as I would have had more impact on drug development for the benefit of patients.

What’s the next big focus for you or the company?

Continuing working with the company and growing it. We are considering establishing a base in America. We already have several clients in the States but want to be able to meet the FDA without using an agent and to start to engage with US clients on a larger scale.
I will also continue with the work I do on the professional side of medicine on the board of the Academy of Medical Royal Colleges, where I am appointed to the board of trustees. I enjoy this work as it keeps me engaged with patients.

https://www.aomrc.org.uk/
https://www.fpm.org.uk/

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